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Summary

You've read the books, you've attended the seminars, and you have on-the-job experience. So why are you still working around the clock to keep up? Why are you struggling to be as successful at your job as you dreamed you'd be? Why haven't you been able to make your organization grow at the pace you know it could be growing, maintain a competitive advantage, or operate at peak efficiency? These questions are on the minds of nearly every client who seeks the advice of business futurist, international leadership consultant, and educator David Goldsmith. For the first time, you'll learn what Goldsmith teaches his clients--a step-by step, repeatable process he calls "Enterprise Thinking." It will teach you howto optimize your mental activity in order to maximize the value to your organization. In the same way that top-level coaches help professional athletes improve their games, Goldsmith, in Paid to Think,provides readers with a roadmap for thinking that encourages efficiency and innovation, and has been proven time and time again to improve organizational performance dramatically. Combining lively anecdotes with game-changing insights and hard-hitting advice, Goldsmith teaches readers how to leverage their greatest leadership assets--their intellect, education, experience, and judgment--to become the kind of leader others write about, read about, and strive to emulate.

Table of Contents

Foreword

p. xv

Introduction You're Paid to Think

p. 1

The Value of Thinking

p. 4

Enterprise Thinking

p. 7

Your Challenges Are Universal

p. 8

What Enterprise Thinking Means to You and Your Organization

p. 9

An Overview of the Enterprise Thinking Categories and Corresponding Activities

p. 10

The Universality of Enterprise Thinking

p. 13

The 50,000-Foot Perspective

p. 15

An Underlying Precept That Improves Decision Making

p. 16

The Benefits of Interplaying Concepts and Tools

p. 19

What's Ahead

p. 20

Rethinking

p. 22

Challenging Your Current Viewpoints

p. 23

Untying the Knot

p. 43

Strategizing

p. 45

Developing Plans

p. 47

Creating Strategy

p. 50

The Process of Strategic Thinking

p. 51

From Thought to Reality: How Do You Create a Successful Strategy?

p. 53

Using the CST Model to Develop Plans

p. 55

Solving the Right Challenges by Asking the Right Questions: Redefining

p. 67

The Critical Path Method (CPM) Chart: A Tool for Building Superior Tactical Plans

p. 80

Transforming With Projects

p. 86

How Projects Fit into the CST Model

p. 88

The Tools Leaders Use to Fulfill Their Project-Related Roles

p. 88

Doing Projects Right: Directing Everyone toward Desired Outcomes

p. 95

Two Fatal Mistakes

p. 115

Managing Your Priorities

p. 118

Managing Time

p. 120

Managing Priorities

p. 122

From Conversion to Proficiency: Becoming a Priority Manager

p. 123

The Link between Priority Management and Thinking

p. 136

Creating New Products and Services

p. 138

The Benefits of Expanding Your Perspective

p. 140

Improving Your New Product Development Process

p. 143

The ET Development Funnel

p. 147

Pre-Work to the Process

p. 150

The Benefits of Building the Infrastructure First

p. 157

Establishing Alliances

p. 177

False Partners

p. 178

Name Your Allies

p. 179

Expanding Opportunities with a Variety of Alliances

p. 181

Why Build Alliances?

p. 182

Six Forms of Alliances

p. 186

Two Tools for Building Alliances

p. 192

The Pre-Development Funnel 1

p. 202

Alliance Killers

p. 203

Leveraging Technology

p. 211

What Technology Means to Your Organization

p. 212

Advancing Your Organization by Leveraging Technology

p. 212

The Leverager's Dilemma: Addressing the Downside of Technological Change